25 Important Introduction To Management Questions and Answers [With PDF]

The 1 st chapter of our Management learning course is “Introduction to Management”. In this article, we’ll learn the 25 most important introduction to management questions and their answers.

It will help you understand the important introduction to management terms and their explanations quickly.

By reading this post, you may quickly prepare for Management courses and for any competitive tests such as school and college exams, vivas, job interviews, and so on.

So let get started


Introduction to Management Questions and Answers

The 25 important introduction to management questions and answers are as follows:

Question 01: What is Management?

Answer: Management is a distinct social process consisting of planning, organizing, and controlling, designed to accomplish the objective by the use of people and resources.

Question 02: What are the Features of Management?

Answer: The followings are the important features of management:

  • Process or group of activities
  • Social processes or activities
  • Means of achieving goals
  • The technique of getting work
  • A separate branch of knowledge

Question 03: What is the Importance of Management?

Answer: The importance of management is as follows:

  • Increasing production
  • Ensuring proper use of resources
  • Increasing the skills of workers
  • Establishing rules and discipline
  • Creation of employment opportunities.
  • Research and development
  • Improving the environment
  • Facilitating systematic control
  • Providing systematic coordination

Question 04: What is the Function of Management?

Answer: The important function of management is as follows:

  • Forecasting and Planning
  • Directing and leading
  • Co-coordinating
  • Controlling

Question 05: What is Planning?

Answer: Planning is a pre-determined decision of where, when, how, by whom a task will be performed in the future.

Question 06: What is Organizing?

Answer: Organizing is the process of integrating the human and non-human elements of the organization and using them to achieve its objectives.

Question 07: What is Staffing?

Answer: Staffing is the process of recruiting, selecting, and developing suitable employees in order to build a competent and efficient workforce for the organization.

Question 08: What is Direction?

Answer: The organization has to give directions to the employees to perform the work as per the plan. Directions are generally given to the employees as to when and how they will do any work.

Question 09: What is Motivation?

Answer: Motivation is the process of creating interest in employees. The organization motivates the employees by taking various financial and welfare programs keeping in view the advantages-disadvantages, emotional feelings, happiness-sorrow, lack-complaint, etc. of the employees.

Question 10: What is Coordination?

Answer: Coordination is a process of connecting the work of people working in different departments of the organization.

Question 11: What is Control?

Answer: The last step in the management process is controlled. The control is to see if the activities are being carried out properly as per the plan or to see if the work is being carried out as per the instructions of the managers and to correct any deviations.

Question 12: What are Management Resources?

Answer: Management resources are the objects or materials required to carry out management tasks.

Question 13: What are the Six Resources of Management?

Answer: The six resources of management are as follows:

Question 14: What is Management Level?

Answer: Executives perform management tasks at various levels of the organization, from the top to the bottom. And the level format that is created as a result of this task is referred to as management level.

Question 15: What is Top Level Management?

Answer: The management formed by the top-level executives of the organization is called top-level management

Question 16: What is Mid-Level Management?

Answer: Mid-level management is the level of management that works to implement the higher-level goals, plans, and policies, as well as to employ lower-level managers.

Question 17: What is Lower level Management?

Answer: Lower-level management is the management responsible for implementing the plans and policies adopted by the mid-level management at the field level.

Question 18: Who is a Manger?

Answer: A manager is a person who is primarily responsible for performing managerial functions. Specifically, a manager plans an organization, makes the necessary decisions, organizes resources, executes tasks, provides leadership, and controls the organization as a whole.

Question 19: What is the Universality of Management?

Answer: The universality of management refers to the necessity of management in all cases or the applicability of management knowledge.

Question 20: What is a Profession?

Answer: A profession is the work of an individual with specialized knowledge and a degree who is a member of a state-recognized association and is engaged in a job that is governed by a set of rules and regulations.

Question 21: What is Management Cycle?

Answer: Management cycle refers to the cycle of actions under the management process

Question 22: Why Should Management Be Considered a Process?

Answer: The process is a collection of interconnected, continuous tasks used to achieve a goal.

Management is the sum of all work done to achieve organizational goals through planning, organization, staffing, leadership, and control.

Every management task is completed consistently, and one task influences another. The achievement of its objectives is dependent on the accuracy of all work.

As a result, management is considered a process.

Question 23: How is Management a Social Process?

Answer: The term “social process” refers to the process or actions that are carried out with the participation of various parties involved in society.

Management is referred to as a social process because the functions of the management process are carried out through the participation and cooperation of various parties both inside and outside the organization.

Question 24: How does Management Take Role in the Development of Manpower?

Answer: Management is always striving to develop its resources and make the best use of them. Man is the most important of all these resources.

 As a result, good management takes the best measures for human resource development, such as proper staff recruitment, training, incentives, and so on, all of which contribute to human resource development.

Question 25: Why are Planning and Controlling regarded as the Two Sides of a Coin in Management Cycle?

Answer: The management process begins with the formulation of the plan and ends with the control.

Once the plan is the basis of control, on the other hand, control is also considered as the basis of the plan.

That is to say, in the management cycle, planning and control are the opposite of money.

I hope that by the end of this post, you have a good understanding of the “Introduction to management” chapter.

You will gain a better understanding of the “Introduction to Management” chapter if you read these 25 important “ introduction to management” questions and answers on a regular basis.

If you have any doubts or questions, don’t hesitate to contact us or leave a comment so that we can respond soon.

You can also read:

  • 25 Important Management Principles Questions and Answers [With PDF]
  • 25 Important Planning and Decision-Making Questions and Answers [With PDF]
  • 30 Important Organizing Questions and Answers [With PDF]
  • 25 Important Staffing questions and Answers [With PDF]
  • 20 Important Leadership Questions and Answers [With PDF]

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Self-Assessment ‱ 15 min read

How Good Are Your Management Skills?

By the Mind Tools Content Team

management assignment questions

In business, we often seem to focus less on good management, and more on the glamorous and exciting work of leadership.

However, managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management.

To be a great manager, you must have an extensive set of skills – from planning and delegation to communication and motivation. Because the skill set is so wide, it's tempting to build skills in the areas of management that you're already comfortable with. But, for your long-term success, it's wise to analyze your skills in all areas of management – and then to challenge yourself to improve in all of these areas.

This quiz helps you to quickly identify your areas of strength and weakness, so that you can capitalize on the former and manage the latter. We then direct you to resources that you can use to develop your skills further.

To learn more about leadership and to assess your leadership skills, complete our quiz, How Good Are Your Leadership Skills?

Instructions

For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the "wrong direction." When you are finished, please click the "Calculate My Total" button at the bottom of the test.

Effective management requires a wide range of skills, and each of these skills complements the others. Your goal should be to develop and maintain all of these skills, so that you can help your team accomplish its objectives efficiently and effectively. Read on for ideas and resources that you can use to do this.

A Model of Effective Management

Our quiz is based on eight essential skill areas where managers should focus their efforts. By covering these basics, you'll enjoy more success as a team manager:

  • Understanding team dynamics and encouraging good relationships.
  • Selecting and developing the right people.
  • Delegating effectively.
  • Motivating people.
  • Managing discipline and dealing with conflict.
  • Communicating.
  • Planning, making decisions, and problem solving.
  • Avoiding common managerial mistakes.

We'll explore each of these in more detail.

Understanding Team Dynamics and Encouraging Good Relationships (Questions 5, 15, 17)

Good management means understanding how teams operate. It's worth remembering that teams usually follow a certain pattern of development: forming, norming, storming, and performing . It's important to encourage and support people through this process, so that you can help your team become fully effective as quickly as possible.

When forming teams, managers must create a balance so that there's a diverse set of skills, personalities, and perspectives. You may think it's easier to manage a group of people who are likely to get along, but truly effective teams invite many viewpoints and use their differences to be creative and innovative.

Here, your task is to develop the skills needed to steer those differences in a positive direction. This is why introducing a team charter and knowing how to resolve team conflict are so useful for managing your team effectively.

Selecting and Developing The Right People (Questions 11, 17)

Finding great new team members, and developing the skills needed for your team's success is another important part of team formation.

You can improve your recruiting skills with our Recruiting Skills Skillbook, and with out articles on Hiring People: Questions to Ask , Inbox Assessments , Using Recruitment Tests , and Aptitude Testing .

And you can develop people's skills with our articles on, among others, Successful Inductions , Understanding Developmental Needs , Training Needs Assessment , and the GROW Model . You'll also find our Skillbook on Mentoring Skills useful.

Delegating Effectively (Questions 2, 18)

Having the right people with the right skills isn't sufficient for a team's success. Managers must also know how to get the job done efficiently. Delegation is the key to this. Some managers, especially those who earned their positions based on their technical expertise, try to do most of the work themselves. They think that, because they're responsible for the work, they should do it themselves to make sure it's done right.

Effective managers recognize that by assigning work to the right people (not just those with the most time available), and clearly outlining expectations, teams can accomplish much more. But it's often difficult to trust others to do the job. As a manager, remember that when your team members have the right skills, training and motivation, you can usually trust them to get the work done right.

Find out your strengths and weaknesses related to delegation by taking our quiz, How Well Do You Delegate?

Motivating People (Questions 13, 19)

Another necessary management skill is motivating others. It's one thing to motivate yourself, but it's quite another to motivate someone else. The key thing to remember is that motivation is personal. We're all motivated by different things, and we all have different levels of personal motivation. So, getting to know your team members on a personal level allows you to motivate your people better. Providing feedback on a regular basis is a very powerful strategy to help you stay informed about what's happening with individual team members. You can test your motivation skills with our quiz, and use your answers to develop your skills further.

Managing Discipline and Dealing With Conflict (Questions 3, 6, 12)

Sometimes, despite your best efforts, there are problems with individual performance. As a manager, you have to deal with these promptly. If you don't discipline, you risk negative impacts on the rest of the team as well as your customers, as poor performance typically impacts customer service, and it hurts the team and everything that the team has accomplished. It's very demotivating to work beside someone who consistently fails to meet expectations, so if you tolerate it, the rest of the team will likely suffer. In our article on team management skills , we explore this issue in further detail and give you some examples.

Team performance will also suffer when differences between individual team members turn into outright conflict, and it's your job as team manager to facilitate a resolution. Read our article on Resolving Team Conflict for a three-step process for doing this. However, conflict can be positive when it highlights underlying structural problems – make sure that you recognize conflict and deal with its causes, rather than just suppressing its symptoms or avoiding it.

Communicating (Questions 8, 9, 16, 20)

An element that's common to all of these management skills is effective communication. This is critical to any position you hold, but as a manager, it's especially important (you can test your communication skills with our quiz, How Good Are Your Communication Skills? ). You need to let your team know what's happening and keep them informed as much as possible. Team briefing is a specific communication skill that managers should improve. Also, develop the ability to facilitate effectively, so that you can guide your team to a better understanding and serve as a moderator when necessary.

Planning, Problem Solving and Decision Making (Questions 4, 10)

Many managers are very comfortable with planning, problem solving and decision making, given that they're often skilled specialists who've been promoted because of their knowledge and analytical abilities. As such, one of the most important issues that managers experience is that they focus so intensely on these skills when they think about self-development that they fail to develop their people skills and team management skills. Make sure that you don't focus on these skills too much!

However, if you need to develop these skills, see our major sections on Problem Solving, Decision-Making, and Project Management. You'll find many rich skills improvement resources in these areas.

Avoiding Common Managerial Mistakes (Questions 1, 7, 14)

Good communication helps you develop facilitation skills, and it also helps you avoid some of the most common problems for managers. Some of these common mistakes are thinking that you can rely on your technical skills alone, asking your boss to solve your problems, putting your boss in the awkward position of having to defend you, and not keeping your boss informed. Our article on Team Management Skills highlights what to do to avoid these, and other managerial problems that you should be aware of.

Key Points:

You need to develop and improve your managerial skills on an ongoing basis as your career develops and as you meet new managerial challenges.

Whether you manage a department or a project team, it's important to know how to get the work done right. When you're asked to achieve something with the help of others, it's complex – and you spend much of your time managing relationships instead of doing the actual work. So, you must develop not only your technical skills, but your management skills as well.

Delegating, motivating, communicating, and understanding team dynamics are some of the key skills needed. With those skills, along with patience and a strong sense of balance, you can become a very effective manager.

This assessment has not been validated and is intended for illustrative purposes only. It is just one of many that help you evaluate your abilities in a wide range of important career skills.

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Successful Leadership Succession at Southwest Airlines

How Herb Kelleher Longtime CEO at Southwest Managed a Successful Leadership Transition

Preparing for Change

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Kimberly Buchanan

doesn't tell me what areas I need to improve. It just gives me an overal score of 84

Diana Castellanos

You have to keep scrolling down and merge some of the questions within their given category in the article breakdown below.

management assignment questions

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MGT 2220: Principles of Management (Assignment)

  • Company Information
  • Industry Information
  • Case Studies
  • Additional Resources
  • Writing & Citing This link opens in a new window

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Term assignment.

TERM PROJECT

  • Background and Context: Discuss type of industry, products/services, and how organizational vision and strategies have influenced their management.
  • Analysis of current managerial style and organizational culture.
  • One NEW recommendation by you that the company can embark on in the near future meaning the next one to three years. This can be a goal to fix issues the company may be experiencing, or to address new endeavors from a growth perspective. Ensure that these align with the organization’s vision and values.   This recommendation must not be identical or very similar to anything the organization is planning already or is currently involved in.  The management involves the four functions of management being applied to achieve some type of organizational goal.
  • For your recommendation you will select one goal that will be accomplish. This goal must be a specific goal following the SMART goal setting theory. That means the goal must be specific, measurable, achievable, relevant, and time bound.
  • Once your goal is selected for your new strategic initiative you will complete the following four areas regarding the four functions of management.

List and describe the 4 functions of management.  Then, for each of the functions describe how your goal will be achieved by the organization. This section should be approximately eight paragraphs. Four paragraphs to describe the four functions, and then four paragraphs to apply the four functions to how the organization will address your recommendation.

Getting Started

A published SWOT report or company profile is always a good starting point for your company analysis.   These reports will also provide the name of the top management executives at your company.

To Locate SWOT Reports:

  • Business Insights  - From the main page in Business Insights, select a company or search for the name of your company. There are Company Profiles for 400,000+ companies, and the largest 1000 public companies have a SWOT analysis right next to the Company Overview.
  • ProQuest Central  - From the main search page in ProQuest Central, type the name of your company and SWOT into the search bar. From the results, choose the relevant record

To Locate Company Profiles:

Business Market Research Collection  -  This collection includes Hoover’s Company Profiles for thousands of public and non-public companies.   From the main search page, type the name of your company and HOOVERS into the search bar.   From the results, choose the relevant record.

  • Next: Company Information >>
  • Last Updated: Aug 8, 2023 1:03 PM
  • URL: https://berkeleycollege.libguides.com/c.php?g=784823

Module 1: Introduction to Management

Assignment: primary functions of management, preparation.

Our text describes the four important and dynamic primary functions of management as planning, organizing, leading, and controlling.  In this assignment you will identify, describe, and differentiate the four functions. The following steps will help you prepare for your written assignment:

  • Thoroughly read the Introduction to Management module.
  • Carefully consider the four primary functions of management in the context of a business you know. This could be your workplace, Nokia or ThyssenKrupp introduced to you earlier, or another selected business you are familiar with.
  • Select one of the four functions of management that your reading and consideration leads you to believe is the most important. If you believe no single function stands out, then you may select the interoperability of all four.

Write a three-paragraph essay describing your chosen function, and why you rank its importance so highly. Your essay must include three properly referenced and defined terms from the module reading. For example, if you select Controlling, you could include the definition of feedback loop . Answer and address these questions:

  • What is the primary function you selected?
  • How does it interact with the other functions?
  • What would happen to “management” without your selected function?
  • What factors cause you to rank its importance above the others?

In addition to the text, you are encouraged to research your topic using reliable and properly cited Internet resources.

Your written assignment will be graded using the Written Assignment Rubric . Please review and keep it in mind as you prepare your assignment. Each component is weighted as follows:

10% Organization and Format

Adequate: Writing is coherent and logically organized, using a format suitable for the material presented. Transitions used between ideas and paragraphs create coherence. Overall unity of ideas is supported by the format and organization of the material presented.

40% Content

Adequate: All required questions are addressed with thoughtful consideration reïŹ‚ecting both proper use of content terminology and additional original thought. Some additional concepts are presented from properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing.

40% Development – Critical Thinking

Adequate: Content indicates original thinking, cohesive conclusions, and developed ideas with suïŹƒcient and ïŹrm evidence. Ideas presented are not merely the opinion of the writer, and clearly address all of the questions or requirements asked with evidence presented to support conclusions drawn.

10% Grammar, Mechanics, Style

Adequate: Writing is free of spelling, punctuation, and grammatical errors, allowing the reader to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices is presented in a cohesive style that enhances the content of the message.

  • Assignment: Primary Functions of Management. Authored by : Betty Fitte and Lumen Learning. License : CC BY: Attribution

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Explore the Levels of Change Management

20 Change Management Questions Employees Ask and How To Answer Them

management assignment questions

Written by Prosci

Updated: February 12, 2024

Published: January 3, 2024

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You need employee buy-in to manage change effectively, but getting them on board can be challenging. They have genuine concerns about changing what they know, how it will impact their day-to-day work, and whether a change is worth adopting. 

The good news is that you can prepare for these questions and reassure employees throughout the change management process .

If you're a change practitioner, it's your job to prepare and equip sponsors and people managers for their roles during change—which includes answering questions from other professionals. Read this article to understand employees’ change management questions better and prepare yourself to answer them effectively.

Top Change Management Questions Employees Ask

People always have questions during organizational changes. These are the 20 most frequently asked questions and helpful answers that sponsors and people managers can provide when supporting people through their transitions:

10 Questions An Executive Sponsor Would Answer

Here are 10 change management questions an executive sponsor might encounter about the strategy and reasoning behind the change.

1. Why is change happening now?

Employees may feel like change is happening suddenly. In reality, most changes begin months or even years before internal changes take place.

Most major business changes are a response to changes in the external marketplace. These external marketplace changes can result in the following:

  • Loss of market share, causing your company to lose money
  • New offers or capabilities by competitors where they're creating new business faster than your company
  • Lower prices from competitors resulting in better prices for their customers
  • A new business opportunity for growth

External business drivers take time to set in. If they’ve already affected your organization's bottom line, change is needed immediately. In some cases, it is already too late—the internal change should have started much sooner.

How to answer: Explaining the reasoning behind change is vital to effective change management . It helps employees understand why implementing change is necessary now and the long-term benefits of adapting to the change. As a result, they can better understand why the change is necessary, which can increase buy-in.

2. What Is the risk of not changing?

When the idea of change becomes prevalent, employees may naturally wonder about the risks of not adapting.

For employees, the risk of not changing could mean:

  • Job security. Without change, the company may become less competitive, leading to downsizing or closures, directly threatening employees' jobs.
  • Skill obsolescence. As the industry evolves, failure to change can leave employees' skills outdated, reducing their marketability and career advancement opportunities.
  • Decreased morale. Stagnation can lead to a demotivating work environment, as employees see a lack of investment in progress or improvement in their work conditions.
  • Limited career growth. Without change, there will be fewer opportunities for employees to take on new roles or responsibilities, hindering their professional development.
  • Poor job satisfaction. Continuation of inefficient processes or outdated tools can lead to frustration and dissatisfaction with daily tasks.

For the organization, the risk of not changing could mean:

  • Loss of competitive edge. Inability to adapt to market changes can result in falling behind competitors, losing market share and revenue.
  • Innovation stagnation. Without change, the company risks missing out on new technologies or methodologies that could drive future success.
  • Financial decline. Failing to change can lead to inefficiencies and increased costs, impacting the bottom line and the ability to invest in new opportunities.
  • Talent attrition. A lack of change can lead to high-performing employees leaving for more dynamic and progressive competitors.
  • Reputation damage. The perception of being outdated or resistant to change can harm the company's brand and its appeal to customers and potential employees.

How to answer: Answer this change management question by explaining the benefits of enacting change compared to the risks of not changing to ensure that all stakeholders understand the urgency and necessity of the change initiative.

Change management questions

3. What’s the rush?

Organizations don’t always share financial information or talk about poor performance with employees. They usually find out what's happening after the fact, meaning they don’t have any concept of the change timeline or the reasons behind why change is needed so fast .

How to answer: Give employees insight into the bigger picture to help them understand the timeline of change. If you force employees to change without explaining the reasons behind it, it can be a lot like pushing a giant cube of gelatin—you might make an impact, but no real overall shift occurs. When the force is removed, everything returns to the way it was before.

4. If I wait long enough, will the change go away?

In most cases, an organization will implement a change even when employees resist it, especially if financial success is at stake. In other words, if the financial success of an organization depends on a change, employees should expect it to happen with or without them. Waiting usually will not change the outcome.

This doesn’t mean that the change is bad for employees. In the end, many changes result in positive outcomes for employees, including better tools, improved work processes, more secure jobs, and new opportunities for career development.

How to answer: Explain that the change is 100% going ahead, and reiterate how it will benefit employees. Sitting back and waiting for it to disappear is time that could be better spent preparing and understanding the change.

5. What are the benefits of supporting the change?

Employees want to know how change will improve their day-to-day lives. Improvements vary depending on the type of change, but here are some of the common benefits:

  • Professional growth. Embracing this change opens up opportunities for skill development and career advancement as the organization adopts new technologies and processes.
  • Increased job satisfaction. Being part of the change process gives employees a voice in shaping the future, fostering a sense of ownership and satisfaction in the work they do.
  • Improved efficiency. Process and technology changes can streamline workflows, which reduces frustration from outdated practices and help employees focus on more rewarding aspects of their job.
  • Cultural evolution. Adopting a culture of innovation and resilience makes workplaces more dynamic and responsive to future challenges.

How to answer: Outline the benefits for each position to ensure everyone fully understands the need for change. These vary from person to person, depending on their role in the company.

6. What if I disagree with the change?

Employees shouldn’t be afraid to voice objections or concerns. If they have change management questions to ask, they should get it out in the open so everyone’s on the same page. If their objections are valid, challenges will be brought to light—and you’ll have a chance to resolve issues before moving ahead with a successful change management process.

How to answer: Listen to and address their concerns. Employees who feel listened to are much more likely to be receptive to your response.

7. What if change has failed in the past? 

The history of your company may include some previous change projects that failed. If failure to change is what employees are accustomed to, they may have a hard time forgetting the past. For organizations to be successful, everyone must be prepared to accept the past as history, learn from it, and focus on what lies ahead.

How to answer: Address previous attempts and show employees how you’ve learned from these failures and incorporated this knowledge into the new change plan. 

Two change management colleagues with a laptop having a conversation

8. How will we mitigate customer impact?

It’s not unusual for employees to show concern about how changes impact the customer experience. They care about their job and the company, and want to ensure that change doesn’t come at the expense of the customer experience.

How to answer: Explain how you will support customers through the change so their experience isn’t affected negatively. Share any communication plans, timelines and processes you will put in place to mitigate any potential issues customers may face during the transition.

9. Why do we need change in the first place?

Employees asking this change management question may not understand the reason behind the change. They likely see it as a hindrance, as they’re invested in the old approach or may have even helped create the old approach. Employees may also fear that the new approach will change their status with peers.

How to answer: Show employees why the change is necessary, and explain how the change will improve the business. You can also highlight how you plan to make the change as smooth as possible—like offering training, resources and other support—to increase buy-in.

10. How does this change align with our long-term objectives?

For employees to feel like it’s worthwhile, they may want a better understanding of how the change will support business growth in the long run. If they can see the bigger picture and how it will impact the growth of the business, they’re more likely to support it.

How to answer: Be specific about how the change aligns with and supports your long-term growth and strategic goals.

By answering these key change management questions, leaders can guide successful changes in their organization, align with long-term goals, and boost employee support and adaptability.

10 Questions a People Manager Would Answer

Read these 10 questions managers might face at the start of the change management process.

11. What will the change mean to me?

Change impacts people differently. With small changes, employees may not be impacted at all. With major changes, they may do new work, use new tools, or report to a new manager. With radical changes to the business, some employees may need to work in other departments or even move to other organizations. How employees react to change also influences how it impacts them.

If they’re resistant to change , their day-to-day life becomes harder. If they’re on board with the change, they’ll likely be more capable of adapting to new processes and systems.

Change impacts the business, which affects employees. Changes can include:

  • New ways of doing work
  • New systems or tools
  • New reporting structures
  • New job roles
  • New products or services
  • New markets or geographic locations

How to answer: Break down the impact of change on an employee’s role and responsibilities. The more clarity you can provide, the better employees are likely to respond to it, which makes the entire change management process easier to implement.

12. What are my choices?

An employee’s choice about how to respond to change varies as the organization moves through the change process . Think about the change in these time periods:

  • When the change is first announced—but before it’s implemented
  • During the change process—when the new solution is being deployed
  • After the change is in place—following implementation

Their choices and the consequences depend on the phase. Some choices will benefit you and enhance your ability to thrive in a changing organization. Other choices may have negative outcomes, making it harder to implement successful change .

How to answer: Explain their choices and the consequences of each decision. For example, they can support the change, query its effectiveness, or not support it at all. You can’t control people's choices, but you can provide the information they need to make intelligent, informed decisions. 

Change management professional sat on a sofa with coffee at a laptop

13. Will I be forced to do more for the same pay?

When your organization is changing, new processes, systems, or skills are common. Your role in the changed environment may include learning these new processes or acquiring new skills.

If you don’t address these concerns, you risk losing employees to other roles. The most common reason for 37% of employees leaving their job in 2022 was because of low pay.

How to answer: Explain that compensation for the old way of doing things may decrease as the organization values that work less and less. However, compensation for new work may increase as the value of new services and products increases. This is a part of change.

14. Will we still get a bonus if we don’t hit new KPIs?

Employees may query their bonuses during organizational change—specifically, how KPIs will change and whether there will be allowances for hitting these goals. It’s up to you to reassure them of how KPIs will be affected and how this could impact their ability to secure a bonus.

How to answer: Explain how the change will impact KPIs and what will happen if they aren’t met. You might allow some leeway to increase employee morale and motivation. Remember that you need employee buy-in for successful change implementation.

15. Who was involved in creating the new process?

Employees may want reassurance that all top-level management—including C-suite employees and other key stakeholders—are invested in the change. This reinforces the idea that the change is necessary and good for the business.

How to answer: Tell employees that all relevant parties have been consulted and are aligned on the change. Outline the reasons why the change is necessary, focus on the benefits, and let them ask questions to clarify the need for change. 

Group of change management professionals talking about change

16. What if I don’t have time to make these changes?

Change is daunting, especially if employees already have a busy workload. It’s natural for them to be concerned about how much time and how many resources will be required to enact change successfully.

How to answer: Reassure them that you’ve reviewed their workload and outline what you’ll remove to free up capacity for change. Let them know that you’re on hand to support them throughout the process and that they can always come to you if the workload feels like too much.

17. Will this offer new training opportunities?

Change sometimes requires employees to develop new skills or use new systems. As a result, there can be new opportunities for professional development, which can pique the interest of some employees.

How to answer: Outline exactly what professional development and training is necessary to give them an idea of what to expect and how it might impact their professional goals and development.

18. What will my day-to-day look like?

Employees want clarification on how the change will impact their daily responsibilities. Will they have new tasks to complete? New processes to follow? New systems to use? It’s up to you to answer these questions and provide employees with as much clarity as possible.

How to answer: Outline exactly how the change will impact the day-to-day life of each position in the company, including how it will influence their responsibilities, workload and more. 

A change management professional sat at a desk and writing in a notebook

19. Employee morale is low; is change a good idea?

When facing a period of change, it's not uncommon for managers to confront concerns about employee morale. In these moments, it's crucial for leaders to approach the conversation with empathy, acknowledging the team's feelings while also conveying the necessity of the change. A change, albeit challenging, presents an opportunity for growth and improvement that aligns with the organization's strategic goals.

How to answer: Managers should emphasize the potential for positive outcomes, such as enhanced processes and job satisfaction, and stress the importance of open and honest communication. This approach not only addresses immediate concerns but also sets the stage for a more resilient and adaptable team culture.

20. How can we ensure a smooth transition?

When things change, employees might worry about their ability to do their jobs properly.

When answering this question, be honest. It’s impossible to say there will be no effect on day-to-day work, but you can reassure employees that your job is to minimize the impact and ensure the transition is as smooth as possible.

You can also provide some leeway for workloads during the change transition to relieve some pressure and keep morale in a good place.

How to answer: Outline your change management process, including the steps to mitigate disruption to their daily operations. Explain that there may be some disruption, but your goal is to minimize this as much as possible.

Managers can ease the change process by clearly answering key questions and helping employees understand their roles and options. This approach leads to smoother transitions, boosts morale, and prepares the project team for future changes.

How the ADKAR Model Can Help You Answer Change Management Questions

These common questions are all part of building awareness of the need for change . It’s the first element of the Prosci ADKAR Model , a framework for facilitating change. The model is based on the understanding that organizational change can only happen when individuals change. 

Breakdown of the Prosci ADKAR model

Answering Awareness-related change management questions enables employees to understand:

  • Why is the change happening?
  • What's in it for me? (WIIFM)

As a result, you minimize potential resistance , boost employee engagement, and increase support for change.

The Need to Answer Employee Change Management Questions

Effectively answering these 20 change management questions can help you implement change successfully. If employees aren’t on board with change, it halts the entire change management plan.

The good news is that change managers (and other change practitioners) can use approaches and tools from Prosci to effectively prepare for employee questions. As a result, you’re in a much better position to enact change.

Sign up for our Change Management Certification Program to ensure you implement a smooth and successful organizational change in your business. Or, if you've already earned your Certification, enhance your change management skills further by attending one of our advanced change management programs .

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Founded in 1994, Prosci is a global leader in change management. We enable organizations around the world to achieve change outcomes and grow change capability through change management solutions based on holistic, research-based, easy-to-use tools, methodologies and services.

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Course info.

  • Prof. Charles H. Fine

Departments

  • Sloan School of Management

As Taught In

  • Operations Management
  • Supply Chain Management

Learning Resource Types

Assignments, written assignments.

In preparing the three written case analyses, please adhere to the following guidelines:

  • Work individually or in groups of two or three students. No groups of four will be permitted. We discourage individual work on the written assignments as we have found that groups develop significantly better solutions.
  • Hand in one copy of the case write-up for each group.
  • Written assignments are to be turned in the classroom on the day they are due.
  • Please keep a copy of your write-up for your own use during class discussion.
  • Written assignments must be less than 1500 words in length, accompanied by up to 6 supporting exhibits. This is a firm constraint.
  • Exhibits should contain specific types of analysis, such as financial analysis, break-even charts, cost analysis, process-flow analysis, etc. Exhibits should contain any relevant supporting information that is too detailed for the body of the paper. Exhibits must not be simply an extension of the text. We will not distribute written solutions to the write-ups, but rather will rely on the class session associated with the case to bring out the most important issues.

The case write-ups are graded using the following criteria (a version of these criteria will accompany your graded assignments):

  • Does the paper contain analysis of the major issues?
  • Does the analysis incorporate properly the relevant tools?
  • Are assumptions made in the analysis stated explicitly?
  • Does the analysis isolate the fundamental causes of problems in the case?

Recommended Actions

  • Are the criteria for choosing among alternative recommendations stated?
  • Are the criteria appropriate?
  • Is the plan of action integrated in a logical way and linked to the analysis?
  • Is the action plan specific, complete and practical?
  • Is it likely that the recommendations will achieve their intended results?
  • Are the analyses in the exhibits done correctly?
  • Do the exhibits support and add to the text on key points?

Presentation

  • Is the paper too long?
  • Is the presentation of professional quality?
  • Is the paper logically consistent and effectively structured to sell its recommendations?

MIT Open Learning

10 Essential Managerial Skills and How to Develop Them

Discover the skills you need to be effective in a manager position and get tips for developing your managerial skills.

[Featured image] Manager reviewing data during a meeting

Effective management requires various key skills, from good communication and conflict management to strategic thinking. Knowing what managerial skills you need and how to develop them can help you become a better manager. This guide identifies ten essential skills managers need, clearly explaining what management is, why good management matters, and how you can benefit from being a manager.

What is management?

In business, management refers to supervising employees and overseeing day-to-day operations to meet an organization's goals and objectives. Managers need to have a deep knowledge of their particular industry, which means having some level of business expertise.

Empower teams with access to world-class content from 325+ top companies and universities

management assignment questions

How does good management benefit a company?

Good management helps ensure an organization's success in several ways. These include:

Planning: Good managers plan strategies to achieve company goals.

Organization: Good managers know about company resources and how to allocate them.

Direction: Good managers know how to direct and motivate employees.

Control: Good managers ensure employees execute tasks and make changes when needed.

Read more: 8 Management Styles in Business: Choosing the Best Fit

What are some benefits of being a manager?

No matter what industry you choose, being a manager has certain benefits. Typically, managers get to enjoy the following benefits:

Get to be involved in making important decisions at work 

Enjoy some control over what work they do and when and how they work on it

Spend a good deal of time in collaboration with other people and working with teams

Enjoy opportunities for job-related learning and development

Have many options for career advancement within or outside of the workplace

Receive a good salary and benefits

management assignment questions

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Lower training cost with in-demand content and trusted credentials from 325+ top companies and universities.

10 skills every manager should have

Managing companies and employees effectively takes a specific skill set. To build your managerial expertise, consider attaining these skills:

1. Ability to delegate

As a manager, the ability to delegate can offer you a variety of benefits. First, sharing tasks with others saves you time at work and reduces your stress levels. Delegating also engages and empowers your employees, helps build their skill sets, and boosts productivity in the workplace.

2. Ability to inspire and motivate

Employees depend on managers for support and guidance. By providing goals and objectives and a clear vision for how to meet them, you can keep employees motivated to perform their best. Other ways to inspire and motivate employees include finding ways to make work more engaging and rewarding and providing positive and helpful feedback.

3. Conflict-management

Workplaces typically have occasional conflicts, so knowing how to navigate them makes managing easier. This skill involves identifying the cause or causes of conflicts and coming up with quick and effective remedies.

4. Decision-making

Decision-making involves identifying an issue, weighing options, and taking action. The ability to make decisions can save time, boost productivity, build trust, and reduce confusion in the workplace.

5. Effective communication

Being a manager involves interacting with people regularly. On any given day, you might run a staff meeting, make a presentation to board members, or resolve a conflict between two employees. In addition to conveying information, listening when communicating is essential. Practicing good listening helps you be present, maintain eye contact, and paraphrase what your speaker says.

6. Emotional intelligence

If you can manage your emotions and help manage the emotions of others, chances are you have emotional intelligence. Emotionally intelligent managers often have empathy for others, a sense of self-awareness, an ability to think before speaking or acting, and a high degree of resilience.

7. Flexibility

Roadblocks pop up in any workplace, and good managers know how to get around them. Flexibility involves finding multiple ways to manage a team, complete a task, or solve a problem.

8. Organization

As a manager, you may have much to handle at once, including tasks, reports, meetings, projects, and presentations. Good organizational skills can help. These include goal setting, scheduling, time management, and recordkeeping.

9. Problem-solving

Problem-solving goes hand-in-hand with decision-making. The process involves identifying a problem, weighing solutions, choosing the best one, and evaluating whether or not it works. Managers who are good problem solvers have an easier time meeting company goals and objectives.

10. Strategic thinking

Managers who can strategically think offer great value to companies. Strategic thinking involves the following:

Analyzing data to come up with strategies

Creating strategies for meeting company goals and objectives

Thinking of ways to implement strategies

Directing others in the completion of goal-related tasks

Communicating the results to company stakeholders

Ways to develop managerial skills

Gaining new skills or improving the ones you have can help you be more successful in a management position. Whether you're a current manager or hoping to become one, consider these tips for developing management skills:

Seek advice and guidance from a mentor.

Read books about management theories, techniques, and styles.

Think about areas you need to improve, set goals, and take steps to achieve them.

Go back to school and get a certificate or a degree.

Attend industry-related training, conferences, and workshops. 

Practice skills like active listening, delegating, and organization.

Join a public speaking group or take a public speaking or business writing class.

Look for opportunities to be a leader at work, home, class, or through volunteering or sports.

Develop people management skills.

You’ll ideally concentrate on developing specific people management skills. By focusing on specific competencies, you can build higher competency levels in each area compared to a general competency approach.  Enrolling in professional development courses is a great way to learn new management techniques and improve your existing skills. 

You might also want to find a mentor or business coach to guide you on competency gaps and how to refine them. Asking other managers for feedback or advice is another great way to learn more about yourself—and what you need to do to improve as a manager.

Next steps: Getting started with Coursera

To develop current management skills or pick up new ones, consider taking the Strategic Leadership and Management Specialization offered by the University of Illinois at Urbana-Champaign on Coursera. You'll learn how to build good relationships in the workplace, lead teams, and inspire employee motivation and engagement. You'll also discover principles, theories, and frameworks to help you manage employees more effectively and explore long-term business and corporate strategy. At the end of the course, you'll participate in a capstone project where you can apply everything you've learned and receive a shareable career certificate.

Develop leaders from within your workforce

Let's work together to build lasting leadership skills for your organization.

This content has been made available for informational purposes only. Learners are advised to conduct additional research to ensure that courses and other credentials pursued meet their personal, professional, and financial goals.

Essay Assignment Writing Tips for Students of MBA, Masters, PhD Level

Management Case Study with Questions and Answers

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Writing case studies is an essential part of management. Various graduations, as well as post graduation degree courses, is offered on multiple managerial stream and specializations. The questions and answers are an essential part of the case study.

There can be different sets of questions and answers for different management specializations. You need to prepare study and write very well in all these case study question answer assignment sets. You need to follow simple rules and tips to write these answers accurately for getting the top grades.

A case study report help online service can be the best option for you in writing the answers correctly. You will surely/assuredly get the highest grades by availing of their services. Since the services are entirely online, it saves a lot of time money and energy of the students. In this blog, we will discuss/debate a few tips to write the Management Case Study questions and answers in the best way.

Management Case Study with Questions and Answers

What Are the Most Frequent Questions in Management?

Common questions on marketing management are as follows:

  • How to apply the SWOT analysis ideally for the well-being of company X?
  • How to apply PESTEL analysis?
  • How to do proper market segmentation?
  • How to do the best market survey?
  • How can you do the best marker positioning of your newly launched product in the market?
  • What are the best ways to fix branding?
  • How to build up brand loyalty among the target customers?
  • How can you apply the BCG matrix?
  • How to do the best market forecasting in an ideal way?
  • What can you do to utilize the online marketing mode most efficiently?
  • How to do intertribal marketing?
  • How to achieve benchmarking?
  • How can you do brainstorming?
  • How to make an outstanding patent or goodwill in a market?
  • How to boost up the sales rate with a well-planned market strategy?
  • How to set the questionnaires for an effective national as well in the international market survey?
  • How to know each requirement and demands of the target customers?
  • How to meet exact needs of the customers?
  • How to improve the quality of your offered products and services?

The answers to all the questions mentioned above need to be substantiated with relevant practical examples from the current industry. A reputed Case Study Assignment Help online service provider can provide you with the best examples from the current industry.

Typical Questions in Financial Management Are As Follows:

  • How to plan for the best budget in favors of company X?
  • How to do annual financial forecasting for any company?
  • How can you maximize the chances of financial gain and minimize the possibility of financial losses in the future with the help of various useful financial models?
  • How to do a financial leveraging?
  • How to do a very useful financial auditing?
  • What are the best financial models and plans for the benefits of any organization?
  • How to withstand financially even amidst an economic slowdown?
  • What are the best financial management strategies to strengthen the private as well as public sector banks or financial institutions?

Case study analysis assignment writing can guide you the very best in this respect. He will provide you with the best examples from the current financial industry.

Common Case Study Questions on Human Resource (HR) Management

  • How to do the best HR auditing?
  • What are the best recruitment tactics by any company?
  • How to boost the workforce of any company?
  • How to handle attrition rates and headhunting of the top company staff?
  • What is the main difference in HR department handling of both government and private sector companies?
  • How can you pan the best performance appraisal scheme to motivate the employees?
  • How to purpose the most appropriate salary scales for the staffs at various positions?
  • How to plan proper incentives and overtime money for the employees?

A trustworthy online case study assignment essays writing service provider can give you an obvious idea on answering all the questions as mentioned above with the top examples. I your case study assignment paper a particular company issue am presented and you are asked to solve it with your own managerial as well as analytical skills. You also need to answer the case study questions in the best way to impress your college faculties.

Common Case Study Questions on Systems Management

Today, the Information Technology (IT) or the solar systems management firms a significant part of the MBA or any other business management course. The application of software is now compulsory in any professional field. A few common questions on systems management are listed below:

  • How to apply software for a company’s managerial activities?
  • How to make the IT backbone of your company healthy?
  • What type of computer operators and software engineers are required for your company?
  • How to apply computer software to various departments of your company?
  • What types of software tools and technologies are the most applicable to your organization?
  • How to handle multiple software technologies for managerial applications?
  • How to manage and protect the software from different viruses?

In answering these questions also, you need to give the best examples from the ongoing software industry.

Today, operations management is one of the significant managerial specializations. Some

Common Questions on Operations Management Are As Follows:

  • How Operations Management Help in research and development (R and D) department of a company?
  • How to reduce the production of defective articles?
  • How to build the best use of the Delphi technique?
  • How to utilize the best statistical models for various operations management applications?
  • How to improve and benchmark the technical advancement of your company with the help of operations management applications?

Relevant examples are to be given from various production industries and firms while answering the case study questions mentioned above. The standards must be true and proper. The answer must be added with the best illustrations. You need to follow specific format and style while writing the answers as guided by your business school. Any plagiarism or copy-pasted content should not be there in your assignment paper. It should too be free of any spelling, grammatical or punctuation errors. If you follow these rules, you can get the highest grades in your case study assignment questions and answer papers as well as sessions.

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Therefore, register with us soon on our Casestudyhelp.com website for getting the best gas in your college assignment papers with the help of our skilled experts.

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Financial Management Assignment Questions with Answers

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PSC 300 Spring 2024 Assignment  3  Chapters 2&3 Due Thursday...

PSC 300 Spring 2024 Assignment  3  Chapters 2&3 Due Thursday...

PSC 300 Spring 2024 Assignment  3  Chapters 2&3 Due Thursday 2/15/24

A well done submission which includes students listing the questions is worth 10 points towards your final grade.

This assignment covers the important topics of Supervisors Function in Management contained in Chapter 2 and Leadership, Supervision and Command Presence in Chapter 3 The assignment is due by Thursday , February 15, 2024. The items discussed in these  Chapters are relevant to managing any type of organization and are valuable to anyone who aspires to a management position. Read Chapters 2 & 3 and review the videos attached, then answer the listed questions.  For full 10 credits make certain your answers are complete and that you list each question before your answer or list all questions on the top of your submission page.

1. List and define in a sentence or two the main elements of the Chief Executive's functions, in any organization as defined by Gulick, in his POSDCORB acronym?

2. Define the terms Unity of Command and Span of Control.

  Douglas McGregor formulated the Theory X - Theory Y model to describe two different sets of assumptions,  different types of managers have about their workers.

View the information contained in the you-tube Training  video and  the answer Question 3.

https://www.youtube.com/watch?v=NK8-LhqF4N0  

 3.  How do Theory X and Theory Y Mangers assumptions differ?  

  b)  What type of Manager would you rather work for? 

   c)Have you ever worked for a Manager who has the traits of McGregor's Theory X, Please share your experience however do not list the managers name

 McGregor's Organizational Theory X & Y

https://www.youtube.com/watch?v=NK8-LhqF4N0   

4. List and describe the principal characteristics of good leaders.

Answer & Explanation

  • List and define in a sentence or two the main elements of the Chief Executive's functions, in any organization as defined by Gulick, in his POSDCORB acronym?
  • P - Planning: Setting goals, developing strategies, and making decisions about the future of the organization.
  • O - Organizing: Establishing the structure of the organization, assigning tasks, and delegating authority.
  • S - Staffing: Recruiting, selecting, training, and developing employees.
  • D - Directing: Providing guidance and motivation to employees.
  • C - Coordinating: Ensuring that different parts of the organization work together effectively.
  • O - Reporting: Providing information to stakeholders about the organization's performance.
  • B - Budgeting: Managing the organization's financial resources.
  • Unity of Command: This principle states that each employee should receive orders and instructions from only one supervisor or superior to avoid conflicting directives and confusion (Rao, 2023).
  • Span of Control: This is the number of subordinates or employees that a supervisor or management can properly manage and oversee. It shows how much influence and control a management has over their immediate reports..
  • How do Theory X and Theory Y Managers' assumptions differ?

Theory X managers believe that people despise work, shun responsibility, and must be continuously monitored and directed. Theory Y managers, on the other hand, think that people are innately motivated, crave responsibility, and can be self-directed and innovative when given the opportunity and the right conditions.

b) What type of Manager would you rather work for?

I would prefer to work for a Theory Y manager who trusts and empowers employees, encourages autonomy, and values collaboration and employee development.

c) Have you ever worked for a Manager who has the traits of McGregor's Theory X, Please share your experience however do not list the manager's name?

Yes, I have worked for a manager who exhibited traits aligned with McGregor's Theory X. The manager micromanaged tasks, had a rigid top-down approach to decision-making, and generally lacked confidence in the team's abilities and motives. This led to lower morale and motivation among team members.

  • Visionary: Good leaders have a clear vision of where they want to lead their team or organization.
  • Communicative: They effectively communicate their vision, goals, and expectations to their team members.
  • Empathetic: They understand and empathize with the needs and concerns of their team members.
  • Inspirational: They inspire and motivate their team to achieve their goals and reach their full potential.
  • Decisive: Good leaders make timely and informed decisions, even in challenging situations.
  • Collaborative: They foster a collaborative and inclusive environment where team members feel valued and encouraged to contribute.
  • Adaptive: Good leaders adapt to changing circumstances and are open to new ideas and perspectives (Ali et al., 2020).
  • Integrity: They lead with honesty, integrity, and ethical behavior, earning the trust and respect of their team members.

Rao, Y. S. (2023). Management and Organization Behaviour . Academic Guru Publishing House.

Ali, A., Wang, H., & Johnson, R. E. (2020). Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective. Journal of organizational behavior , 41 (5), 405-423.

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management assignment questions

Popular Questions for Management Assignments

To help students understand the wide variety of assistance with  Finance and Accounting assignment questions we have successfully delivered in the past, we are showcasing a small sample of University Assessments related to Finance and Accounting.

Q. Students are to write a reflective essay (max 750 words which details how one of the Rational Goal Management Competencies (MCs) has been ‘experienced’ in the workplace. As part of this task students should clearly and accurately identify how their experience of the chosen MC is consistent with the characteristics of the Rational Goal model.Students with no workplace experience on which to base their essay will need to identify and interview someone who can provide the required first-hand insight. A friend or family member would be suitable for this purpose.

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Q.  Choose an organisation for which you will write a position statement on climate change and health. This can be an organisation that you work for, any relevant health-related organisation, or a fictitious organisation. Note, the organisation must not already have a position statement on climate change and health.

Q. Write a position statement on climate change and health for the organisation.

Q. Describe the organisation to provide a context (300 words maximum)

  • The organisation’s purpose
  • Whether the organisation is a government or non-government organisation
  • Where the organisation is situated (location – country and location of its headquarters)
  • Who the organisation services – eg if it is a membership organisation, who are its members; if it provides health services, who does it provide services to?
  • The organisation’s size – approximate number of staff or members.

This assignment aims to develop students’ understanding of the Internal Process management model through the integration of theory and practice. Additionally, it continues to further develop the skill of reflective practice, which students were introduced to in assignment 1.

Students are to write a reflective essay (max 750 words [1] ) which details how one of the Internal Process Management Competencies (MCs) has been ‘experienced’ in the workplace. As part of this task students should clearly and accurately identify how their experience of the chosen MC is consistent with the characteristics of the Internal Process model.

Note: students need not have direct involvement with the management competency but simply observed its development, implementation or outcome in an organizational setting.

Students with no workplace experience on which to base their essay will need to identify and interview someone who can provide the required first-hand insight. A friend or family member would be suitable for this purpose.

In the UIG it is stated that the length/duration of the assignment is 500 words. The minimum word limit is 500 and the maximum is 750. Note there is no +/- 10% leeway.

Managing Organisations (MNG10247)

Q. Students are to write a reflective essay (max 750 words ) which details how one of the Internal Process Management Competencies (MCs) has been ‘experienced’ in the workplace. As part of this task students should clearly and accurately identify how their experience of the chosen MC is consistent with the characteristics of the Internal Process model. In the UIG it is stated that the length/duration of the assignment is 500 words. The minimum word limit is 500 and the maximum is 750. Note there is no +/- 10% leeway.

This is not a Creative Writing exercise. The objective is not to write a dramatic script so avoid using emotional language and tone.

Q. Critically evaluate the advantages and disadvantages of social media marketing.

Q. Discuss project management, risk management and change management associated with the implementation

Q .Discussion of its internal and external operating environments

Q .Discuss post-implementation activities

Q .Clearly justify your choice of the proposed system (including cost/benefit analysis plus at least one other feasibility studies); Clearly explain how the information system that you are proposing will support the strategic goals of the organization.

Q. Your report for this semester is based around the evaluation of the marketing performance for “Barry’s Biscuits”, which is a hypothetical brand of biscuits/cookies in a hypothetical market. In addition to this paper, you will be provided with a spreadsheet that contains additional data.

Your task is to evaluate how the brand is performing. You will note that you have been provided with (later in this document) a review of the brand’s performance by its hypothetical brand manager. This brand manager has provided a summary of the key highlights of the brand’s performance over the last three years.

Using both the summary provided by the brand manager and the additional spreadsheet-based information, your task is to identify areas of good and poor performance. Please note that you are not required to outline a new strategy for the brand. You may highlight things that are working well or otherwise, in order to suggest marketing activities that should be continued, revised or discontinued.

As this is a hypothetical market and brand, there is no need to conduct any internet research or provide external references in your written report. Your final report should be only based upon the information provided.

During the classes, you will be exposed to various metrics and evaluation tools (including spreadsheet templates) that will enable you to undertake further analysis. It will be necessary to utilize Excel spreadsheets in your analysis

Q .For this assessment, you will need to write an Executive Summary (synopsis).  Please follow these steps to complete the assessment:

  • Read the article by Argenti, Howell, and Beck (2005) on the Blackboard site.
  • Engage in research to find two other articles (academic journal, industry journal, website article, or a newspaper article) related to strategic communication in management. Use Google Scholar and the SCU library website to do your research.
  • Print and read all articles and complete the attached Article Analysis Form for each of the three articles.
  • After carefully reading the three articles, draft a two page synopsis. According to The American Heritage Dictionary of the English Language, 4 th Ed, (2000), the word synopsis is defined as “A brief outline . . . a summary” using the format of an Executive Summary memo.
  • You will need to include one quote from each article (3 in total).
  • You will need to use APA style to document your sources within the text and in the Reference List. If you are not familiar with APA style, you will need to learn it asap as you will use it for all assessments in this unit.
  • Write the two page Executive Summary (12 pt Times New Roman font – single spaced). The Reference List can be on the third page.

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Management Assignment Questions

To describe what managers do,there are three approaches used which are Henry payola's functions approached systems respective and the contingency or situational approach. A French industrialist by the name of Henry Payola proposed that all managers perform five management functions: planning, organizing, commanding, coordinating, and controlling. These have now been reduced to four basic and very important functions:planning. Organizing, leading. And controlling. The planning function involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. F you have no particular destination in mind, then you can take any road. However, If you have someplace In particular you want to go, then you've got to plan the best way to get there. Because organizations exist to achieve some particular purpose, someone must clearly define that purpose and the means for Its achievement. Management is that someone. Managers are also responsible for arranging work to accomplish the organization's goals. Alt is called the organizing function. T involves the process of determining what tasks are to be done, who Is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Every organization includes people, and management's job is to work with and through people to accomplish organizational goals. This is the leading function. When managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior Issues, they are leading. The final management function managers perform Is controlling.

After the goals are set and the plans are formulated (planning), the motivated (leading), there has to be some evaluation of whether things are going as landed. To ensure that work is going as it should, managers must monitor and evaluate performance. Actual performance must be compared with the previously set goals. If there are any significant deviations, it's management's Job to get work performance back on track. This process of monitoring, comparing, and correcting is what we mean by the controlling function. (Management 7th edition. Stephen P. Robbins and Mary Cutler) Another way to look at the manager's Job is from the perspective of managing systems. A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Let's a concept taken from the physical sciences and applied to organizations. The two basic types of systems are closed and open. Closed systems are not influenced by and do not interact with their environment. In contrast open systems dynamically interact with their environment. Today, when we call organizations systems, we mean open systems, that is, an organization that constantly interacts with its environment. N an open system an organization takes in inputs (resources) from the environment and ransoms or processes these resources into outputs that are distributed into the environment. The organization is "open" to its environment and continually interacts with that environment. How does the systems perspective add to our understanding of what managers do? Systems researchers envisioned an organization as being made up of "interdependent factors, including individuals, groups, attitudes, motives, formal structure, interactions, goals, status, and authority. Using this approach, then, the Job of a manager is to coordinate the work activities of the various parts of the organization and ensure that all the interdependent parts of the organization are working together so that the organization's goals can be achieved. In addition, the systems view of a manager's Job implies that decisions and actions taken in one organizational area will affect others and vice versa (this is the interdependency characteristic of systems).

For instance, no matter how efficient an organization's production department might be, if the marketing department does not anticipate changes in consumer tastes and work with the product development apartment in creating products consumers want, the organization's overall performance will suffer. At some point , prestige and pride helps people realize that they are worth the Job that they are intending to deal with in their workplace everyday The systems approach is often identified with efficiency . Because the systems approach is as much apprehensive with effectiveness as it is with efficiency , this is a mistake .

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Either efficiency or effectiveness can be pursued to the harm of the other in an intensely competitive market . However , efficiency gets special attention because f a prevailing doubt most things are not being done as well as they could be , and are , in fact , being mismanaged Finally, an important part of a manager's Job is recognizing and understanding the organizations are not solidification. They rely on their environment for essential inputs and as sources to absorb their outputs. No organization can survive for long if it ignores government regulations, supplier relations,or the varied external constituencies upon which it depends. Management 7th edition. Stephen P. Robbins and Mary Cutler) The diagram above shows the diagrammatic representation of an open system. The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. Managers have always asked questions such as "What is the right thing to do? Should we have a mechanistic or an organic structure? A functional or divisional structure? Wide or narrow ps of management?

Tall or flat organizational structures? Simple r complex control and coordination mechanisms? Should we be centralized or decentralized? Should we use task or people oriented leadership styles? What motivational approaches and incentive programs should we use? " The contingency approach to management (also called the situational approach) assumes that there is no universal answer to such questions because organizations, people, and situations vary and change over time. Thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies. ( University of SST Mark and SST

John notes) The contingency perspective (sometimes called the situational approach) of management underscores and emphasizes the fact that because organizations are different, they face different circumstances (contingencies) and, thus, may require different ways of managing. The primary value of the contingency approach to describing what managers do is that it stresses that there are no simplistic or universal rules for managers to follow in doing their Jobs. Instead, a manager's Job involves managing different and changing situations, and managers' actions should e appropriate for the situations in which they find themselves. (Management 7/e Stephen P. Robbins and Mary Cutler). A contingency leadership style can lead to more effective and precise leadership. It can also help close relationships between workers and leaders develop more easily. The theory also allows the leaders to know the specific tasks they are responsible for without any confusion. Leaders are not discriminated against based on gender, ethnic background, social background, or even work experience.

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